Professional Documents
Culture Documents
A Strategic Plan
Candidates: 570990, 796689, 147397, 815888
2011/2012
BM3399: STRATEGIC MANAGEMENT || 1
TABLE OF CONTENTS
1. Introduction ............................................................................................................................ 3
2.4.1 Scenarios................................................................................................................ 13
1. INTRODUCTION
1.1 REPORT OBJECTIVES
Understand Nokia’s current resources, capabilities and position in its micro and
macro-environment through applying relevant tools, theories and concepts in the
strategic analysis
Determine whether Nokia is in need of a new strategic direction to gain and sustain
competitive advantage over its competitors
Generate and evaluate new business and corporate level strategy options
Select those strategies which are the most feasible, acceptable and suitable
Discuss the overall analysis conducted to compare strategic recommendations with
Nokia’s existing strategies
NAVTEQ
In terms of shipment volume, Nokia is leading the overall mobile phone device market with a
28.9% market share [5]. Windows Mobile is said to grow in market share to almost 11% by
2012[6], which, through the strategic partnership with Microsoft [7], will benefit Nokia.
2. STRATEGIC ANALYSIS
To develop a strategic plan for any organisation, a thorough analysis on internal and external
factors needs to be completed first to understand the current situation and conditions the
organisation is in. This report is now going to show the findings of both internal and external
analysis that was conducted for Nokia. The strategic analysis also includes an analysis of
future scenarios and their potential impact on Nokia’s industry and organisation itself.
Costly to Exploited by
Resource Valuable? Rare? Competitive Implication
imitate? Organisation?
Brand Image Yes No Yes Yes Temporary competitive advantage
R&D Facilities Yes Yes Yes No Temporary competitive advantage
Production
Yes Yes Yes Yes Sustained competitive advantage
Capability
Technology/
Yes No Yes Yes Temporary competitive advantage
Innovation
Financial Assets Yes Yes Yes Yes Sustained competitive advantage
Human Capital Yes Yes Yes Yes Sustained competitive advantage
Table 2: Nokia's Breakthrough Resources delivering Competitive Advantage
Corporate Governance: Shareholders ↔ Board of Directors ↔ Nokia Leadership (plus Internal & External Auditors) [14]
Firm Practices: subject to Finnish laws and regulations, Nokia’s Articles of Association, the Finnish Corporate Governance Code [14]
Infrastructure
SBUs: Mobile Phones, Smart Devices, Services & Applications, NAVTEQ
SBU1 Recruitment [15] [16]
Procurement Technology Development HR Mgt.
Cost
Resources Capabilities or
Differantiation
Our internal analysis has shown that Nokia does not pursue one distinctive path but tries to
combine the two. Therefore Nokia find themselves “stuck in the middle” between focus, cost
and differentiation advantage and thus are unable to develop a sustainable competitive
advantage.
Cost
NOKIA
Differa
ntiatio Niche
n
In conclusion it can be said that Nokia possess excellent breakthrough resources and
capabilities, providing a great potential for a competitive advantage, however the core
strategy has to be focused on their cost advantage or differentiation advantage. This choice is
also subject of external market pressures, which will be determined in the following section.
Strengths Weaknesses
1. Managerial Coordination of Acquisitions 1. Lack of Strategic Direction (core strategy)
and Strategic Alliances 2. Lack of Knowledge Ownership (joint ventures &
2. R&D Capabilities and Knowledge Transfer strategic alliances)
3. Sophisticated Primary Value-Adding 3. Reactive mind-set to market pressures
Activities 4. Too high line product diversification
4. Flexibility in Corporate Government and 5. Inflexibility of Corporate Structure
Decision Making Process 6. R&D capabilities not fully exploited for technology
5. Established Brand and Market Knowledge innovation
Table 5: Strengths & Weaknesses - Findings from Internal Analysis
N.B. The SBU of NAVTEQ will not be considered any further for this paper, since it is
operated as a coordinated federation [33] and its management as a portfolio item does not
give sufficient opportunities for strategic direction by Nokia.
In 2009, the market segment of smartphones globally was estimated to be worth US$55.4bn
and was predicted to grow by 300% to US$150.3bn by 2014 [42]. Most recently, the entire
global mobile phone market, including the smartphone and the standard mobile phone
segment were estimated to be worth US$314.4bn by 2015 [40].Smartphones are predicted to
out-perform standard mobile phones in terms of annual revenue by 2013 [43]. 54% of mobile
phones sold in 2015 will be smartphones with over 3bn smartphones being sold between
2011 and 2015 [44]. This means it will be 8 out of 10 people who will own a mobile phone in
2015 [44]. Emergent markets will be key growth regions for standard mobile phones,
especially for smartphones [44].
Force Analysis
Medium The entry barriers of cost &know-how mean that the threat of new entrants low.
Threat of However experienced companies in related fields/markets can transfer knowledge and cross-
New Entrants subsidise (see Apple iPhone), thus cost is not deterrent, which would make the threat of new
entrants high. Therefore overall the threat of new entrants is medium.
Threat of High due to shorter product life cycles and mobile computing innovation that produces
Substitutes similar benefits for consumers (tablets to smartphones) [44]
Highswitching costs are medium/high due to high differentiation of products; however price
Power of
elasticity is highly elastic due to change of consumer behaviour and preference and their
Buyers
lowered disposable income, making the power of buyers high.
Medium/Highswitching costs are low due to multitude of component manufacturers.
However, quality variations of components make switching costs medium. Network operators
Power of
have oligopoly power and can choose manufacturer to work with, so their power is very high.
Suppliers
However they are bound to consumer demand, thus making their power medium. Therefore,
the overall power of suppliers is medium.
Competitive Very Highdue to high differentiation and established competitors such as Nokia, Apple,
Rivalry Samsung, etc.
Table 7: Nokia's Industry in relation to Porter's 5 Forces
Even though the market is growing strongly – overall the mobile phones market has grown in
shipments by 16% year-on-year, with the smartphone market segment having shipped 73%
more devices than in the same quarter in the previous year, making up 75% of the overall
shipment volume [46] – the change in market share are significant in their magnitude: Nokia
has lost 7.5% of market share in the overall mobile device market and 19% in the smartphone
segment, where competition seems to be most fierce due to the high degree of product
differentiation [46].
2.2.2.3 COMPETITORS
As identified in the Porter’s 5 Forces, competition in the industry is high and to illustrate the
key players in the industry, strategic group analysis will be used. “Strategic groups are
organisations within an industry or sector with similar strategic characteristics, following
similar strategies or competing on similar bases [47]”.
The purple circle represents the companies who are mainly active in the premium
(smartphone) segment of the industry and the competitors within the green circle shows the
firms active in the economy (standard mobile phone) segment.
High
Nokia
Market Share:
Group 22.8% [46]
Market Share:
Price
14.9% [46]
Group
Market Share:
26.5% [46]
Low
It is worth noticing that in terms of smartphone segment shipments only Symbian and
Microsoft have shipped fewer devices year-on-year; all other vendors have increased their
sales volume [46].
Opportunities Threats
1. Strong market growth 1. Changing industry standards
2. Changing consumer behaviour & preferences 2. Buyers’ heightened price sensitivity
3. Development towards differentiation focus 3. Potential new entrants such as IBM, Asus, Fujitsu, Dell
Table 8: Opportunities & Threats - Findings from External Analysis
STRENGTHS WEAKNESSES
• Managerial Coordination of Acquisitions • Lack of Strategic Direction (core strategy)
and Strategic Alliances • Lack of Knowledge Ownership (joint
• R&D Capabilities and Knowledge Transfer ventures & strategic alliances)
• Sophisticated Primary Value-Adding • Reactive mind-set to market pressures
Activities • Too high line product diversification
• Flexibility in Corporate Government and • Inflexibility of Corporate Structure
Decision Making Process • R&D capabilities not fully exploited for
• Established Brand and Market Knowledge technology innovation
OPPORTUNITIES THREATS
• Strong market growth • Changing industry standards
• Changing consumer behaviour & • Buyer’s heightened price sensitivity
preferences • Potential new entrants such as IBM, Asus,
• Development towards differentiation focus Fujitsu, Dell
2.4.1 SCENARIOS
Description
Emergent Markets Previously developed economies have declined causing high unemployment and low
now World Leaders buying power. Currencies rates are badly valued. World-leading economy is now Asia.
New technology and materials have been developed through R&D for differentiation.
Cutting-Edge
Smart devices have become a part of standard quality of life. Patents are held by
Technology
competitors, limiting Nokia to use these new technologies, only against licencing fees.
Network Operators’ Major network operators have started to backward integrated, selling their own mobile
integrate backwards with the best tariffs, thus giving customers more choice and power.
Table 9: Scenarios for 2025
Since Nokia already have diminishing sales volumes and market shares, as shown in the
external analysis, and is facing currently numerous external strains such as a changing
consumer behaviour and technological innovation, it can be said that Nokia's current
resources and capabilities cannot be utilised in a fashion that can provide the firm with a
sustainable competitive advantage in the future.
Thus it is essential for Nokia to identify the key threats and opportunities of the future and
match them with current strengths and weakness, as well as strengths and weaknesses of the
future firm in regards to strategic change that will be implemented. Only if these factors are
taken into consideration Nokia can improve its resource & capability utilisation and identify
Scenario planning and its applied tools show that in the following 10-15 years, competitive
rivalry is most likely to increase or at least remain at the current level with the market’s
growth and potential move into maturity industry life cycle phase.
The industry’s driving factor for Scenario 1 cost focus as consumers become even
more price sensitive, which means that product elasticity increases. This in turn demands
economies of scale, strategic alliances and cost efficient processes.
The macro-environmental key driver for Scenario 2 is differentiation focus whereas
Scenario 3 indicates a need for cost focus which could be achieved through forward vertical
integration, economies of scale, cost efficient processes as well as strategic alliances.
3. ORGANISATIONAL DIRECTION
3.1 VISION, MISSION, VALUES AND OBJECTIVES
“Nokia’s mission is simple: Connecting People. Our goal is to build great mobile products
that enable billions of people worldwide to enjoy more of what life has to offer. Our
challenge is to achieve this in an increasingly dynamic and competitive environment.” [52]
engaging
you
passion
achieving
for
together
innovation
very
human
Objectives
Build a new winning mobile ecosystem in partnership with Microsoft
Bring the next billion online in developing growth markets
Invest in next-generation disruptive technologies
Increase our focus on speed, results and accountability
Table 13: Nokia's current Objectives [52]
Narrow
Target NICHE or FOCUSED NICHE or FOCUSED
COST LEADERSHIP DIFFERENTIATION
The goal for Nokia is to improve its performance and according to theory, this can be done
via two ways: improved profitability or increased volumes [55], which are shown in the
figure below.
Add value
Improve
Performance
Win competitors' customers
Innovation
Since the external analysis shows a highly competitive industry environment, improving
performance through improving profitability (reduce costs and/or increase margins) are
unfavourable.
However, cost efficiency can still be achieved through reducing cost via differentiation
(esp. superior quality) as it can result in lower unit costs through achieving gains in market
share and attending economies of scale/experience effects [56].
Therefore, Nokia should choose the path of increased volume in the short term and try to
achieve cost efficiency through differentiation in the long term. On this path, the firm can
improve its performance both through increasing market share by building and expanding
strategic alliances, partnerships and joint-ventures and through expanding market through
product innovation, thus capturing new market segments or new consumer groups.
Existing
Markets Market Penetration Product Development
New
Markets Market Development Diversification
Long-Term Strategy
Increase Production Capacity and Knowledge for Economies of Scale and Economic Efficiency
Factories can be set up easily, especially in partnership with specialists such as Foxxconn
Nokia have the financial resources available to make this capital investment
Move would be supported by Finnish Government, creating jobs in a time of economic
Feasibility
uncertainty
Market demand for handsets remains high and is increasing, capacity will be utilised
providing additional market share can be captured
In line with core strategy (Differentiation with focus on additional cost efficiency)
Exploits and extends breakthrough resource of production capabilities / capacity
Allows for cost efficiency through economies of scale via differentiation and subsequent
Suitability market share growth
Allows for accommodating and exploiting demand and market growth in emerging
markets
Reduces risks of supply chain issues affecting supply of crucial high-end components
Low/medium risk as remaining in existing markets
Acceptability Medium risks as, if market share declines, capital investment in capacity would be wasted
Enables flexibility for Nokia to react to change rapidly, which has been an issue in the past
Table 19: detailed FSA for all suggested strategies
Company Benefits
Software development
Google
Cloud applications
Foxxconn Manufacturing,
Cloud infrastructure
Amazon
Monetization of content and applications,
Access to enterprise / corporate clients
Cisco
Knowledge of VoIP
Display technology
Panasonic
Knowledge of emergent markets (Asia)
FlashMemory supply
Ritek
OLED screen supply
CyanogenMod UI development and enhancement
Symantec Device security and management
Linux-based OS with room of cross-handling
HP WebOS apps
OS enhancement
NetApp Scalable storage to support cloud infrastructure
Texas Instruments Processor (CPU) development
Advanced graphic development and support
Nvidia
CPU development and support
Table 21: Recommended partner companies and benefits
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